CHAPTER I

INTRODUCTION

1
CASH MANAGEMENT DEFINITION

Cash management is a marketing term for certain services offered primarily to larger
business customers. It may be used to describe all bank accounts (such as checking
accounts) provided to businesses of a certain size, but it is more often used to describe
specific services such as cash concentration, zero balance accounting, and automated
clearing house facilities. Sometimes, private bank customers are given cash
management services.

CASH MANAGEMENT SERVICES GENERALLY OFFERED

The following is a list of services generally offered by banks and utilised

by larger businesses and corporations:

• Account Reconcilement Services: Balancing a checkbook can be a

difficult process for a very large business, since it issues so many checks it can
take a lot of human monitoring to understand which checks have not cleared and
therefore what the company's true balance is. To address this, banks have
developed a system which allows companies to upload a list of all the checks
that they issue on a daily basis, so that at the end of the month the bank
statement will show not only which checks have cleared, but also which have
not. More recently, banks have used this system to prevent checks from being
fraudulently cashed if they are not on the list, a process known as positive pay.

• Advanced Web Services: Most banks have an Internet-based system which

is more advanced than the one available to consumers. This enables managers to
create and authorize special internal logon credentials, allowing employees to
send wires and access other cash management features normally not found on
the consumer web site.

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• Armored Car Services: Large retailers who collect a great deal of cash
may have the bank pick this cash up via an armored car company, instead of
asking its employees to deposit the cash.

• Automated Clearing House: services are usually offered by the cash

management division of a bank. The Automated Clearing House is an electronic
system used to transfer funds between banks. Companies use this to pay others,
especially employees (this is how direct deposit works). Certain companies also
use it to collect funds from customers (this is generally how automatic payment
plans work). This system is criticized by some consumer advocacy groups,
because under this system banks assume that the company initiating the debit is
correct until proven otherwise.

• Balance Reporting Services: Corporate clients who actively manage their

cash balances usually subscribe to secure web-based reporting of their account
and transaction information at their lead bank. These sophisticated compilations
of banking activity may include balances in foreign currencies, as well as those
at other banks. They include information on cash positions as well as 'float' (e.g.,
checks in the process of collection). Finally, they offer transaction-specific
details on all forms of payment activity, including deposits, checks, wire
transfers in and out, ACH (automated clearinghouse debits and credits),
investments, etc.

• Cash Concentration Services: Large or national chain retailers often are

in areas where their primary bank does not have branches. Therefore, they open
bank accounts at various local banks in the area. To prevent funds in these
accounts from being idle and not earning sufficient interest, many of these
companies have an agreement set with their primary bank, whereby their
primary bank uses the Automated Clearing House to electronically "pull" the
money from these banks into a single interest-bearing bank account.

3
• Lockbox: services: Often companies (such as utilities) which receive a large
number of payments via checks in the mail have the bank set up a post office
box for them, open their mail, and deposit any checks found. This is referred to
as a "lockbox" service.

• Positive Pay: Positive pay is a service whereby the company electronically

shares its check register of all written checks with the bank. The bank therefore
will only pay checks listed in that register, with exactly the same specifications
as listed in the register (amount, payee, serial number, etc.). This system
dramatically reduces check fraud.

• Sweep Accounts: are typically offered by the cash management division of a

bank. Under this system, excess funds from a company's bank accounts are
automatically moved into a money market mutual fund overnight, and then
moved back the next morning. This allows them to earn interest overnight. This
is the primary use of money market mutual funds.

• Zero Balance Accounting: can be thought of as somewhat of a hack.

Companies with large numbers of stores or locations can very often be confused
if all those stores are depositing into a single bank account. Traditionally, it
would be impossible to know which deposits were from which stores without
seeking to view images of those deposits. To help correct this problem, banks
developed a system where each store is given their own bank account, but all the
money deposited into the individual store accounts are automatically moved or
swept into the company's main bank account. This allows the company to look
at individual statements for each store. U.S. banks are almost all converting their
systems so that companies can tell which store made a particular deposit, even if
these deposits are all deposited into a single account. Therefore, zero balance
accounting is being used less frequently.

4
 • Wire Transfer: A wire transfer is an electronic transfer of funds. Wire
transfers can be done by a simple bank account transfer, or by a transfer of cash
at a cash office. Bank wire transfers are often the most expedient method for
transferring funds between bank accounts. A bank wire transfer is a message to
the receiving bank requesting them to effect payment in accordance with the
instructions given. The message also includes settlement instructions. The actual
wire transfer itself is virtually instantaneous, requiring no longer for
transmission than a telephone call.

• Controlled Disbursement: This is another product offered by banks under

Cash Management Services. The bank provides a daily report, typically early in
the day, that provides the amount of disbursements that will be charged to the
customer's account. This early knowledge of daily funds requirement allows the
customer to invest any surplus in intraday investment opportunities, typically
money market investments. This is different from delayed disbursements, where
payments are issued through a remote branch of a bank and customer is able to
delay the payment due to increased float time.

In the past, other services have been offered the usefulness of which has diminished
with the rise of the Internet. For example, companies could have daily faxes of their
most recent transactions or be sent CD-ROMs of images of their cashed checks.

Cash management aims at evolving strategies for dealing with various facets of cash
management. These facets include the following:

5
 CHAPTER II
RESEARCH METHODOLOGY

6
OBJECTIVES

Objectives of a project tell us why project has been taken under study. It helps
us to know more about the topic that is being undertaken and helps us to explore future
prospects of that organisation. Basically it tells what all have been studied while making
the project.

 To learn about various aspects of standard charered cash management.

 To analyze the history of Standard chartered bank.
 To gain insights about functioning of standard chartered cash management.
 To explore the future prospects of standard chartered cash management.

NEED OF THE STUDY

 Cash forecasting is backbone of cash planning. It forewarns a business regarding

expected cash problems, which it may encounter, thus assisting it to regulate
further cash flow movements. Lack of cash planning results in spasmodic cash
flows.

 Every business is interested in accelerating its cash collections and decelerating

cash payments so as to exploit its scarce cash resources to the maximum. There
are techniques in the cash management which a business to achieve this
objective.

 The importance of liquidity in a business cannot be over emphasized. If one

does the autopsies of the businesses that failed, he would find that the major
reason for the failure was their unability to remain liquid. Liquidity has an
intimate relationship with efficient utilisation of cash. It helps in the attainment
of optimum level of liquidity.

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 Due to non-synchronization of ash inflows and cash outflows the surplus cash
may arise at certain points of time. If this cash surplus is deployed judiciously
cash management will itself become a profit centre.

 Another product of non-synchronisation of cash inflows and cash outflows is

emergence of deficits at various points of time. A business has to raise funds to
the extent and for the period of deficits. Raising of funds at minimum cost is one
of the important facets of cash management.

Purpose of Cash Management

 Cash management is the stewardship or proper use of an entity’s cash resources.

It serves as the means to keep an organization functioning by making the best
use of cash or liquid resources of the organization.

The function of cash management at the U.S. Treasury is threefold:

 1. To eliminate idle cash balances. Every dollar held as cash rather than used to
augment revenues or decrease expenditures represents a lost opportunity. Funds
that are not needed to cover expected transactions can be used to buy back
outstanding debt (and cease a flow of funds out of the Treasury for interest
payments) or can be invested to generate a flow of funds into the Treasury’s
account. Minimizing idle cash balances requires accurate information about
expected receipts and likely disbursements.
 2. To deposit collections timely. Having funds in-hand is better than having
accounts receivable. The cash is easier to convert immediately into value or
goods. A receivable, an item to be converted in the future, often is subject to a
transaction delay or a depreciation of value. Once funds are due to the
Government, they should be converted to cash-in-hand immediately and
deposited in the Treasury's account as soon as possible.
 3. To properly time disbursements. Some payments must be made on a specified
or legal date, such as Social Security payments. For such payments, there is no
cash management decision. For other payments, such as vendor payments,
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 discretion in timing is possible. Government vendors face the same cash
management needs as the Government.

RESEARCH METHODOLOGY
Research is a process through which we attempt to achieve systematically
and with the support of data the answer to a question, the resolution of a problem, or a
greater understanding of a phenomenon. This process, which is frequently called
research methodology, has eight distinct characteristics:

1. Research originates with a question or problem.

2. Research requires a clear articulation of a goal.
3. Research follows a specific plan of procedure.
4. Research usually divides the principal problem into more manageable sub
problems.
5. Research is guided by the specific research problem, question, or hypothesis.
6. Research accepts certain critical assumptions.
7. Research requires the collection and interpretation of data in attempting to
resolve the problem that initiated the research.
8. Research is, by its nature, cyclical; or more exactly, helical.

Descriptive research is used in this project report in order to know about cash
management services to clients and determining their level of satisfaction. This is the
most popular type of research technique, generally used in survey research design and
most useful in describing the characteristics of consumer behavior. The method used
was following:

 Questionnaire method
 Direct Interaction with the clients.

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 SCOPE OF THE STUDY

Implementation of a sound cash management programme is based on rapid

generation, efficient utilization and effective conversation of its cash resources. Cash
flow is a circle. The quantum and speed of the flow can be regulated through prudent
financial planning facilitating the running of business with the minimum cash balance.
This can be achieved by making a proper analysis of operative cash flow cycle along
with efficient management of working capital.

LIMITATIONS OF THE STUDY

Following are the limitations faced by me during this project:

1. The allotted time period of 6 weeks for the study was relatively insufficient,

keeping in mind the long duration it can take at times, to close a particular

corporate deal.

2. The study might not produce absolutely accurate results as it was based on a

sample taken from the population.

3. It was difficult getting time and access to senior level Finance/HR managers

(who had to be talked to, to get required information) due to their busy

schedules and prior commitments.

4. A few of the managers refrained from giving the required information as he

considered I to be from their confidential domains.

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 CHAPTER-III
INDUSTRYPROFILE

11
 INDUSTRY PROFILE

AN INTRODUCTION TO THE BANKING SECTOR IN INDIA

Banks are the most significant players in the Indian financial market. They are
the biggest purveyors of credit, and they also attract most of the savings from the
population. Dominated by public sector, the banking industry has so far acted as an
efficient partner in the growth and the development of the country. Driven by the
socialist ideologies and the welfare state concept, public sector banks have long been
the supporters of agriculture and other priority sectors. They act as crucial channels of
the government in its efforts to ensure equitable economic development.

The Indian banking can be broadly categorized into nationalized (government

owned), private banks and specialized banking institutions. The Reserve Bank of India
acts a centralized body monitoring any discrepancies and shortcoming in the system.
Since the nationalization of banks in 1969, the public sector banks or the nationalized
banks have acquired a place of prominence and has since then seen tremendous
progress. The need to become highly customer focused has forced the slow-moving
public sector banks to adopt a fast track approach. The unleashing of products and
services through the net has galvanized players at all levels of the banking and financial
institutions market grid to look anew at their existing portfolio offering. Conservative
banking practices allowed Indian banks to be insulated partially from the Asian
currency crisis. Indian banks are now quoting al higher valuation when compared to
banks in other Asian countries (viz. Hong Kong, Singapore, Philippines etc.) that have
major problems linked to huge Non Performing Assets (NPAs) and payment defaults.
Co-operative banks are nimble footed in approach and armed with efficient branch
networks focus primarily on the ‘high revenue’ niche retail segments.

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 The Indian banking has finally worked up to the competitive dynamics of the
‘new’ Indian market and is addressing the relevant issues to take on the multifarious
challenges of globalization. Banks that employ IT solutions are perceived to be
‘futuristic’ and proactive players capable of meeting the multifarious requirements of
the large customer’s base. Private Banks have been fast on the uptake and are
reorienting their strategies using the internet as a medium The Internet has emerged as
the new and challenging frontier of marketing with the conventional physical world
tenets being just as applicable like in any other marketing medium.

The Indian banking has come from a long way from being a sleepy business
institution to a highly proactive and dynamic entity. This transformation has been
largely brought about by the large dose of liberalization and economic reforms that
allowed banks to explore new business opportunities rather than generating revenues
from conventional streams (i.e. borrowing and lending). The banking in India is
highly fragmented with 30 banking units contributing to almost 50% of deposits and
60% of advances. Indian nationalized banks (banks owned by the government)
continue to be the major lenders in the economy due to their sheer size and penetrative
networks which assures them high deposit mobilization. The Indian banking can be
broadly categorized into nationalized, private banks and specialized banking
institutions.

The Reserve Bank of India acts as a centralized body monitoring any

discrepancies and shortcoming in the system. It is the foremost monitoring body in
the Indian financial sector. The nationalized banks (i.e. government-owned banks)
continue to dominate the Indian banking arena. Industry estimates indicate that out of
274 commercial banks operating in India, 223 banks are in the public sector and 51 are
in the private sector. The private sector bank grid also includes 24 foreign banks that
have started their operations here.

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 The liberalize policy of Government of India permitted entry to private sector
in the banking, the industry has witnessed the entry of nine new generation private
banks. The major differentiating parameter that distinguishes these banks from all the
other banks in the Indian banking is the level of service that is offered to the customer.
Their focus has always centered around the customer – understanding his needs,
preempting him and consequently delighting him with various configurations of
benefits and a wide portfolio of products and services. These banks have generally
been established by promoters of repute or by ‘high value’ domestic financial
institutions.

The popularity of these banks can be gauged by the fact that in a short span of
time, these banks have gained considerable customer confidence and consequently
have shown impressive growth rates. Today, the private banks corner almost four per
cent share of the total share of deposits. Most of the banks in this category are
concentrated in the high-growth urban areas in metros (that account for approximately
70% of the total banking business). With efficiency being the major focus, these
banks have leveraged on their strengths and competencies viz. Management,
operational efficiency and flexibility, superior product positioning and higher
employee productivity skills.

The private banks with their focused business and service portfolio have a
reputation of being niche players in the industry. A strategy that has allowed these
banks to concentrate on few reliable high net worth companies and individuals rather
than cater to the mass market. These well-chalked out integrates strategy plans have
allowed most of these banks to deliver superlative levels of personalized services.
With the Reserve Bank of India allowing these banks to operate 70% of their
businesses in urban areas, this statutory requirement has translated into lower deposit
mobilization costs and higher margins relative to public sector banks.

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 PEST ANALYSIS

TECHNOLOGICAL ENVIROMENT

Technology plays a very important role in bank’s internal control mechanisms

as well as services offered by them. It has in fact given new dimensions to the banks as
well as services that they cater to and the banks are enthusiastically adopting new
technological innovations for devising new products and services.

The latest developments in terms of technology in computer and

telecommunication have encouraged the bankers to change the concept of branch
banking to anywhere banking. The use of ATM and Internet banking has allowed
‘anytime, anywhere banking’ facilities. Automatic voice recorders now answer simple
queries, currency accounting machines makes the job easier and self-service counters
are now encouraged. Credit card facility has encouraged an era of cashless society.
Today MasterCard and Visa card are the two most popular cards used world over. The
banks have now started issuing smartcards or debit cards to be used for making
payments. These are also called as electronic purse. Some of the banks have also started
home banking through telecommunication facilities and computer technology by using
terminals installed at customers home and they can make the balance inquiry, get the
statement of accounts, give instructions for fund transfers, etc. Through ECS we can
receive the dividends and interest directly to our account avoiding the delay or chance
of loosing the post.

Today banks are also using SMS and Internet as major tool of promotions and
giving great utility to its customers. For example SMS functions through simple text
messages sent from your mobile. The messages are then recognized by the bank to
provide you with the required information.

All these technological changes have forced the bankers to adopt customer-
based approach instead of product-based approach.

15
 ECONOMICAL ENVIROMENT

Banking is as old as authentic history and the modern commercial banking are
traceable to ancient times. In India, banking has existed in one form or the other from
time to time. The present era in banking may be taken to have commenced with
establishment of bank of Bengal in 1809 under the government charter and with
government participation in share capital. Allahabad bank was started in the year 1865
and Punjab national bank in 1895, and thus, others followed

Every year RBI declares its 6 monthly policy and accordingly the various
measures and rates are implemented which has an impact on the banking sector. Also
the Union budget affects the banking sector to boost the economy by giving certain
concessions or facilities. If in the Budget savings are encouraged, then more deposits
will be attracted towards the banks and in turn they can lend more money to the
agricultural sector and industrial sector, therefore, booming the economy. If the FDI
limits are relaxed, then more FDI are brought in India through banking channels.

POLITICAL/ LEGAL ENVIROMENT

Government and RBI policies affect the banking sector. Sometimes looking into
the political advantage of a particular party, the Government declares some measures to
their benefits like waiver of short-term agricultural loans, to attract the farmer’s votes.
By doing so the profits of the bank get affected. Various banks in the cooperative sector
are open and run by the politicians. They exploit these banks for their benefits.
Sometimes the government appoints various chairmen of the banks.

Various policies are framed by the RBI looking at the present situation of the
country for better control over the banks.

16
 SOCIAL ENVIROMENT

Before nationalization of the banks, their control was in the hands of the private
parties and only big business houses and the effluent sections of the society were getting
benefits of banking in India. In 1969 government nationalized 14 banks. To adopt the
social development in the banking sector it was necessary for speedy economic
progress, consistent with social justice, in democratic political system, which is free
from domination of law, and in which opportunities are open to all. Accordingly,
keeping in mind both the national and social objectives, bankers were given direction to
help economically weaker section of the society and also provide need-based finance to
all the sectors of the economy with flexible and liberal attitude. Now the banks provide
various types of loans to farmers, working women, professionals, and traders. They also
provide education loan to the students and housing loans, consumer loans, etc.

Banks having big clients or big companies have to provide services like
personalized banking to their clients because these customers do not believe in running
about and waiting in queues for getting their work done. The bankers also have to
provide these customers with special provisions and at times with benefits like food and
parties. But the banks do not mind incurring these costs because of the kind of business
these clients bring for the bank.

Banks have changed the culture of human life in India and have made life much
easier for the people.

17
COMPANY PROFILE

18
 COMPANY PROFILE

HISTORY OF STANDARD CHARTERED BANK

The Standard Chartered Group was formed in 1969 through a merger of two
banks: The Standard Bank of British South Africa founded in 1863 and the Chartered
Bank of India, Australia and China, founded in 1853.

Both companies were keen to capitalise on the huge expansion of trade and to earn the
handsome profits to be made from financing the movement of goods from Europe to the
East and to Africa.

THE CHARTERED BANK

• Founded by James Wilson following the grant of a Royal Charter by Queen

Victoria in 1853.
• Chartered opened its first branches in Mumbai (Bombay), Calcutta and
Shanghai in 1858, followed by Hong Kong and Singapore in 1859.
• Traditional business was in cotton from Mumbai (Bombay), indigo and tea from
Calcutta, rice in Burma, sugar from Java, tobacco from Sumatra, hemp in
Manila and silk from Yokohama.
• Played a major role in the development of trade with the East which followed
the opening of the Suez Canal in 1869 and the extension of the telegraph to
China in 1871.
• In 1957 Chartered Bank bought the Eastern Bank together with the Ionian
Bank's Cyprus Branches. This established a presence in the Gulf.

19
THE STANDARD BANK

• Founded in the Cape Province of South Africa in 1862 by John Paterson.

Commenced business in Port Elizabeth, South Africa, in January 1863.
• Was prominent in financing the development of the diamond fields of
Kimberley from 1867 and later extended its network further north to the new
town of Johannesburg when gold was discovered there in 1885.
• Expanded in Southern, Central and Eastern Africa and by 1953 had 600 offices.
• In 1965, it merged with the Bank of West Africa expanding its operations into
Cameroon, Gambia, Ghana, Nigeria and Sierra Leone.

In 1969, the decision was made by Chartered and by Standard to undergo a friendly
merger. All was going well until 1986, when a hostile takeover bid was made for the
Group by Lloyds Bank of the United Kingdom. When the bid was defeated, Standard
Chartered entered a period of change. Provisions had to be made against third world
debt exposure and loans to corporations and entrepreneurs who could not meet their
commitments. Standard Chartered began a series of divestments notably in the United
States and South Africa, and also entered into a number of asset sales.

From the early 1990s, Standard Chartered has focused on developing its strong
franchises in Asia, the Middle East and Africa using its operations in the United
Kingdom and North America to provide customers with a bridge between these
markets. Secondly, it would focus on consumer, corporate and institutional banking and
on the provision of treasury services - areas in which the Group had particular strength
and expertise.

In the new millennium we acquired Grindlays Bank from the ANZ Group and the
Chase Consumer Banking operations in Hong Kong in 2000.

Since 2005, we have achieve several milestones with a number of strategic alliances
and acquisitions that will extend our customer or geographic reach and broaden our
product range.

20
BUSINESS & STRATEGY

Our business

Listed on both the London Stock Exchange and the Hong Kong Stock
Exchange, Standard Chartered PLC is consistently ranked in the top 25 FTSE 100
companies by market capitalisation.

By combining our global capabilities with deep local knowledge, we develop

innovative products and services to meet the diverse and ever-changing needs of
individual, corporate and institutional customers in some of the world's most exciting
and dynamic markets.

Personal Banking
Through our global network of over 1,750 branches and outlets, we offer
personal financial solutions to meet the needs of more than 14 million customers across
Asia, Africa and the Middle East.

SME Banking
Our SME Banking division offers a wide range of products and services to help small
and medium-sized enterprises manage the demands of a growing business.

Wholesale Banking
Headquartered in Singapore and London, with on-the-ground expertise that spans our
global network, our Wholesale Banking division provides corporate and institutional
clients with innovative solutions in trade finance, cash management, securities services,
foreign exchange and risk management, capital raising, and corporate finance.

Islamic Banking
Standard Chartered Saadiq's dedicated Islamic Banking team provides comprehensive
international banking services and a wide range of Shariah compliant financial products
that are based on Islamic values.

21
Private Banking
Our Private Bank advisors and investment specialists provide customised solutions to
meet the unique needs and aspirations of high net worth clients.

Principles & Values

At Standard Chartered our success is built on teamwork, partnership and the diversity of
our people.

At the heart of our values lie diversity and inclusion. They are a fundamental part of our
culture, and constitute a long-term priority in our aim to become the world's best
international bank.

Today we employ 75,000 people, representing 115 nationalities, and you'll find 60
nationalities among our 500 most senior leaders. We believe this diversity helps to fuel
creativity and innovation, supporting the development of exciting new products and
services for our customers worldwide.

What we stand for

Strategic intent

• The world's best international bank

• Leading the way in Asia, Africa and the Middle East

Brand promise

• Leading by Example to be The Right Partner

Values

• Responsive
• Trustworthy
• International
• Creative

22
Approach

• Participation

Focusing on attractive, growing markets where we can leverage our

relationships and expertise

• Competitive positioning

Combining global capability, deep local knowledge and creativity to outperform

our competitors

• Management Discipline

Continuously improving the way we work, balancing the pursuit of growth with
firm control of costs and risks

Commitment to stakeholders

• Customers

Passionate about our customers' success, delighting them with the quality of our
service

• Our People

Helping our people to grow, enabling individuals to make a difference and

teams to win

• Communities

Trusted and caring, dedicated to making a difference

• Investors

23
 A distinctive investment delivering outstanding performance and superior
returns

• Regulators

Exemplary governance and ethics wherever we are

Personal Banking

Arrange of features are included for the customers ranging from accounts to insurances
and investments needs. Following are the personal services provided by the Standard
Chartered Bank:

• Accounts
o Help me choose an account
o Term Deposits
o Savings Accounts
o access Plus Account
o Super Value Account
o Parivaar Account
o No Frills Account
o aaSaan Account
o 2-in-1 Account
o Depository Services
o Corporate Salary Account
o Current Accounts
o Business Plus Account
o Enhanced Business Plus Account
• Credit Cards
o Choose your Credit Card
o Emirates Platinum Card
o Platinum Card

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 o Emirates Titanium Card
o Super Value Titanium Card
o Gold Card
o EMI Card
o Executive Card
o Classic Card
o Your Rewards Plus Program
o Special offers
o Fraud Protection
• Debit & Prepaid Cards
o Debit Cards
o Shop Smart Card
o Gold Debit Card
o Prepaid Cards
o Smart Travel
• Loans & Mortgages
o Personal Loans
o Home Loans
o Loan Against Securities
o Home Saver
o Loan Against Term Deposits
o Home Saver Plus
o Smart Credit Overdraft
o Loan Against Property
o Calculators
• NRI Banking
o Which account is right for me?
o NRE Account
o NRO Savings Account
o FCNR Account

25
 o Accounts for Returning Indians
• Exclusive Banking
o Excel Banking
o Priority Banking
o Private Banking
• Insurance & Investments
o General Insurance
o Life Insurance
o Investment Services

PRIVATE BANKING

At Standard Chartered Bank, we have been building partnerships with

generations of clients since we opened our first branches in Shanghai and Calcutta in
1853. We are one of the few financial leaders that combine an extensive global reach
with the in-depth, specialised knowledge that comes from a history of being in local
markets close to our clients. Today, as one of the world’s leading international banks,
we are dedicated to providing unsurpassed client service and are uniquely situated to
provide customised solutions to meet all your wealth management needs.

Standard Chartered Bank has deep roots and a long heritage in international
banking. We have an extensive history in some of the world's most dynamic and fast-
growing markets, such as Asia and the Middle East. No one has a better understanding
of the wealth management needs of clients across these markets.

Standard Chartered—a financial services giant—has top credit ratings and a 150-
year history in banking, with a long-term commitment and financial investment in the
Private Bank. The Standard Chartered Private Bank offers a full range of customised
wealth management products and services, including those offered by our award-
winning commercial bank. We use a broad architecture approach to investment
management to bring you some of the world’s leading money managers and financial
products.

26
Some key facts about Standard Chartered Bank:

• Over 150 years in banking

• Total assets of US$329 billion (as of March 2008)
• Ranked 56th in size among top 1000 world banks (The Banker, July 2007)
• 70,000+ employees
• A+/A3/A+ credit rating (S&P/Moody’s/Fitch respectively, as of March 2008)
• Listed on both London & Hong Kong exchanges
• Ranks among the top 25 companies in the FTSE-100
• Regulated by the UK FSA

27
 SME BANKING

One-Stop Financial Solution for Your Growing Business

With years of banking experience, Standard Chartered Bank is undoubtedly in a strong

position to help growing businesses sail through the complexities they may face. As an
international bank with offices in more than 50 countries, we provide the global reach
and international recognition that your company deserves.

SME Banking offers one of the widest range of banking products and services in the
market today. Managing a growing business demands most of your time and energy.
Our relationship managers understand your business requirement and help you manage
your business better.

• Business Current Accounts

o International Trade Account
o International Trade Account - TEC
• Loans
o Business Installment Loan
o Loan/Overdraft Against Property
o Term Loan
• Trade & Working Capital Products
o Trade & Working Capital
o Express Trade
• Forex Services
o Forex Services
• Others
o Online tax payment
o Service charges & fees
o Schedule an appointment
o Raise a complaint

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 COMMERCIAL BANKING

Standard Chartered has maintained a long local presence, since 1858, with particular
emphasis on relationship banking. Significant networks have been established with
vendors and financial-related organisations to enable us to offer our customers a
comprehensive range of flexible financial services, with special focus on transactional
banking products. Supported by state-of-the-art operations, Standard Chartered is pro-
active in improving every part of our services. Electronic Delivery system has been put
in place to ensure that transactions are handled speedily. We have our Cash Product
Specialists and dedicated Customer Service Centres to provide our customers with
effective solutions. The currency of India is the Rupee (SWIFT code: INR).
Standard Chartered fully understands the importance of time, convenience and
efficiency to the success of your business. We make easy the complex financial world
for you and help you maximise every opportunity.
With over 140 years of experience in trade finance and an extensive international
branch network, Standard Chartered is committed to help you succeed in every
competitive environment. To keep pace with your changing needs, we will constantly
review our comprehensive cash, trade and treasury products and services, ensuring that
a full range of flexible and innovative services is always available for you wherever you
trade.
Please feel free to talk to us or email us on your business requirements and we can give
you innovative solutions to your banking needs.

29
Cash Management

Our cash management services include local and cross border payments,
collections, information management, account services, liquidity management and

investment services for both corporate and institutional clients.

Payment Services

We can help you save time and money by reducing processing costs while
providing a value-added service to your suppliers.

Comprehensive payments solution

Standard Chartered’s payment solutions can help to reduce your overall
processing costs – for domestic and global payments – saving you time and money
while providing a value-added service to your suppliers. Our comprehensive payment
services will be tailored to enhance your accounts payable process. This will eliminate
many manual tasks involved in making payments, allowing you and your staff to spend
more time focusing on your core business needs.

We understand that most of your effort in the payment cycle is directed towards
initiation; difficulties in the subsequent reconciliation process can jeopardise the whole
process. With Straight2Bank Channels you can now track the exact status of each
payment through timely reports that can be uploaded seamlessly into your company’s
system.

We offer a full range of payment capabilities including:

• Cross-border payments
o Telegraphic transfers
o International bank cheques / drafts
• Domestic payments
o Local bank cheques / drafts / Cashiers order

30
 o Corporate cheque
o Direct credits – ACH / GIRO / credit vouchers
o Local bank transfers (RTGS)
o Book transfers (account transfer between Standard Chartered branches)
• Payroll

Payments system integration

Straight2Bank channels caters to different levels of customer payment
sophistication, including simple online transaction via Internet, bulk file payment
via internet or lease line, and the ability to send industry standard messages directly
to the bank. Our in-country specialists are available to help customise a solution
that enables you to manage your working capital in a more efficient manner.

COLLECTION SERVICES

Comprehensive receivables management solution

Standard Chartered understands that operating and sustaining a profitable
business these days is extremely tough. Your key business concerns could be:

31
 • Receivables Management - ensuring receivables are collected in an efficient and
timely manner to optimise utilisation of funds
• Risk Management - ensuring effective management of debtors to eliminate risk
of returns and losses caused by defaulters and delayed payments
• Inventory Management - ensuring efficient and quick turnaround of inventory to
maximise returns
• Cost Management - reducing interest costs through optimal utilisation of funds.

Our solution
The Standard Chartered Collections Solution leverages the Bank's extensive
regional knowledge and widespread branch network across our key markets to
specially tailor solutions for your regional and local collection needs.

This Collections Solution, delivered through a standardized international platform,

has the flexibility to cater to your local needs, thus enabling you to meet your
objectives of reducing costs and increasing efficiency and profitability through
better receivables and risk management. The key components of our solution
include the following:

• Extensive clearing network

• Guaranteed credit
• Comprehensive MIS
• System integration
• Outsourcing of collections

Extensive clearing network

Our extensive branch network, complemented by our correspondent banks'

network, provides you with a wide coverage of clearing locations to ensure you get
the benefit of early availability of funds. This is further enhanced by our cheque
purchase and guaranteed credit services.

32
Guaranteed credit
To help you manage your cash inflow from your accounts receivable more
efficiently, Standard Chartered can arrange for guaranteed (subject to prior
agreement) credit to your account for cheque collections. Your local and foreign
currency cheques will be credited to your account on a fixed date even if the Bank is
not in receipt of the funds from the clearing house or correspondent bank. The faster
availability of funds helps reduce overdraft balances and consequently lowers
interest costs.

Comprehensive MIS
We understand the importance of timely and accurate information
regarding accounts receivable to help you effectively manage your receivables and
debtors, and minimize losses caused by delayed receipts and defaults. You can also
better manage your buyers' requirements and improve your inventory management.

Based on your choice of Straight2Bank channels, multiple, detailed reports are

delivered to you via email, fax, Straight2Bannk Access (Host-To-Host channel) or
Straight2Bank Web (Internet Banking Channel).

These reports are tailored to your needs and provide details such as invoice
number, drawer name, customer reference number, debtor code, special narration,
remarks and any other information you have requested for. Here are some of the
comprehensive reports the Standard Chartered solution provides you with:

• Activity Reports e.g. information on collections activity for the period

• Deposit Reconciliation Reports e.g. deposit confirmation

• Return and Reversals Report e.g. information on cheques returned

• Drawer Summary Report e.g. information on drawers

33
System integration
The Standard Chartered collections platform can be integrated with your
account receivables system to enable auto reconciliation for your account
receivables. You get fully reconciled receivables files with invoice details and
amounts matched against receipts.

In addition, Straight2Bank Web (Internet Banking Channel) can also be

used as an electronic channel to transmit collection information such as DDI (direct
debit initiation) files or invoice number (account receivables) details to the Bank.
We also provide the option of transmission of files and MIS through Straight2Bannk
Access (Host-To-Host channel)

Outsourcing of collections
Standard Chartered supports your complete collection cycle. These services cover:

• Courier pick-up service, which is available for cheques from your office, dealers'
and distributors' offices, from PO boxes etc.

• Clearing of instruments whether local or foreign currency through the clearing

houses, directly by Standard Chartered or through our correspondent bank network.
• Electronic collection services through the ACH.

• Data capture of information.

• Reconciliation activities.

Types of collections
We provide collection services for:

• Local currency cheques

• Foreign currency cheques

• Lock box services – retail and wholesale

• Direct Debits

34
• Credit card collections

• Inward telegraphic transfers

Please refer to the Standard Chartered individual country website to confirm the
availability of specific collections products and services.

LIQUIDITY MANAGEMENT

Solutions for efficient management of your funds

A corporate treasurer's main challenge often revolves around ensuring that the
company's cash resources are utilised to their maximum advantage. You need a partner
bank that can help you:

• Maximise interest income on surplus balances; minimise interest expense on

deficit balances for domestic, regional and global accounts
• Minimise FX conversion for cross-currency cash concentration
• Customise liquidity management solutions for different entities in different
countries
• Centralise information management of consolidated account balances

Our Solution
With our global experience and on-the-ground market knowledge, Standard
Chartered will help you define an overall cash management strategy which
incorporates a liquidity management solution that best meets your needs.

35
Standard Chartered's liquidity management propositions

Issues: Customer benefits:

• Maximise float management
• Regulatory considerations
• Minimise funding cost
• Tax implications
• Account balance information
• Single vs multiple entities
• MIS reports on inter-company

• Single currency vs multiple settlements

currencies
• Outsourcing

Clearing Services

Making the right connections for financial institutions

With increasing business globalisation, your banking network may not have sufficient
reach. You may not want to put in the extra infrastructure or resources to expand your
network but still want to ensure your clients' transactions are serviced efficiently.
Clearing is one of the important services in which your bank would need support to
facilitate your clients' smooth international trade and cross-border transactions.

36
Our solution
Standard Chartered's international network and multi-currency capabilities are
well placed to provide you with a seamless service for all your clearing requirements
worldwide. Our network extends across Africa, the Middle East, South Asia, Latin
America, the USA and the UK. You can count on our over 150 years of on-the-ground
experience to tailor a clearing solution that meets your needs. Standard Chartered is a
correspondent banking partner you can trust to make this potentially complicated
process much easier for you

We tailor clearing solutions to address your specific needs whether in one or

multiple countries, or to complement our other services.

Standard Chartered offers "Best in Class" technology and processes in our clearing
services wherever you are, in whichever country you do business and in whatever
currency:

Emerging markets
If you are looking for a correspondent banking partner you can trust, Standard
Chartered can help you. We are in an excellent position to design the clearing service
that meets your needs. We have offices in every Asian country, with the exception of
North Korea – and with almost 150 years of on-the-ground experience, we make this
potentially complicated process much easier for you.

Asia Pacific
Standard Chartered's well established local franchise delivered throughout Asia
is well placed to meet your needs. We have offices in every Asian country with the
exception of North Korea.

We provide a full range of services, which includes execution of payments,

reporting, liquidity management, billing and account services. This includes US dollar

37
and euro clearing (which commenced in April 2003 and for which Standard Chartered
is the settlement agent) in Hong Kong.

Your benefits from Standard Chartered:

• Dedicated customer service and extensive local knowledge

• Value-added reporting capabilities (including via the internet)

• Consistent service levels – all our offices offering clearing services are ISO accredited

• Automated service delivery – inquiries / matching / cancellations; auto repair and

detailed STP reporting

• Customised billing

Middle East and Southern Asia

If you are looking for a correspondent banking partner you can trust,
Standard Chartered can help you. We are in an excellent position to design the clearing
service that meets your needs. We have offices throughout the Middle-East and South
Asia and with almost 150 years of on-the-ground experience, we make this potentially
complicated process much easier for you.

We provide a full range of services, which include execution of payments,

reporting, liquidity management, billing and account services. This includes US dollar
and euro clearing (which commenced in April 2003 and for which Standard Chartered
is the settlement agent) in Hong Kong.

Your benefits from Standard Chartered:

• Dedicated customer service and extensive local knowledge

• Value-added reporting capabilities (including via the internet)

• Consistent service levels – all our offices offering clearing services are ISO

accredited

38
• Automated service delivery – inquiries / matching / cancellations; auto repair and
detailed STP reporting

• Customised billing

Africa
Standard Chartered is the experienced partner you can rely on to take care
of your African clearing requirements. You can entrust us with your clients' needs
throughout the region, offering them the same high level of service that they expect
from you. Africa is the latest region where Standard Chartered offers its clearing
services, complementing the coverage already provided in Asia, the Arabian Gulf, the
eurozone and the United States.Our wide clearing network in Africa is managed as one
business with a consistent approach to transactional services and service quality that is
unique in Africa. With over a hundred years' presence in many of our African
territories, our first-hand market knowledge of local business practices enables us to
handle your transactions with confidence and expertise, in some of the most challenging
banking environments.

Services include payments and collections, account services, trade services,

investment options and reporting services via a variety of channels.

Your benefits from Standard Chartered:

• Network approach across our 138 offices in twelve African countries

• Consistency of services

• Market knowledge

• Customer service

• Local reputation

USD clearing
The U.S. Dollar is the primary currency for the settlement of foreign exchange and
international trade transactions. With evolving changes in the marketplace, you need
partners who are responsive to your growing needs and who can execute your

39
transactions quickly and effectively. Standard Chartered can help give you the support
you need to grow your business successfully.

Providing quick and reliable clearing is one of our core competencies. We can help
improve your international transactions, allowing you to free up your time to focus on
your clients' needs. We understand the clearing process clearly and have the
infrastructure and expertise to help you with your U.S. dollar clearing requirements
around the world. Our operations are highly automated to ensure that your transactions
are completed reliably, efficiently and securely.

With a comprehensive range of U.S. dollar clearing services and corresponding reports
available, we can tailor products to suit your specific needs so that you can operate
more efficiently and effectively. Automated payments using SWIFT, detailed reporting
and simplified billing are all designed to streamline your Clearing process and improve
liquidity. These are some of the key features and benefits of our USD clearing services.

At Standard Chartered, we have the resources, skills and expertise to take care of your
Clearing concerns, while you focus on looking after your clients.

Key features
Standard Chartered understands how to meet your needs for a smooth and efficient U.S.
dollar clearing service. One of the first foreign banks to be invited to join the Clearing
House Interbank Payments System (CHIPS), Standard Chartered is a major U.S. dollar
clearing provider. Standard Chartered understands the markets where we do business,
our clients' needs and the rapid changes affecting the U.S. dollar clearing business.
Our network, expertise and technology enable you to resolve your clients' clearing
requirements promptly and efficiently.

Automated payments
Our payment process is highly automated, making use of electronic transfer technology
which reduces errors, enhances processing times and minimises costs -completing the
clearing process with maximum speed and efficiency.

40
Value-added reporting
We offer comprehensive reporting on balances and transaction activities. With this
information, you will be better able to track transactions, oversee the reconciliation
process and analyse usage patterns. Full reporting is also available through our
electronic delivery channels including the internet. Our extensive management
information systems provide you with clear and timely information to help you facilitate
your management decisions and simplify reconciliation. At Standard Chartered, our vast
range of tailor-made reporting capabilities satisfies all your record-keeping needs.

Billing
We understand your need for a simple and transparent billing system. We offer
innovative pricing structures that enable you to remain competitive. As such, you will
find that our billing covers tiered pricing, volume rates as well as standard fees and
services.

Customer service
No matter which part of the world you are conducting business from, we have dedicated
multilingual customer service staff to attend to your enquiries. Our numerous ISO 9002
certificates earned around the world demonstrate our commitment to excellence in
service delivery. For your added convenience, we have an 18-hour payment and inquiry
processing service, which enables us to respond quickly to your needs. The information
you need is always at your fingertips.

Technology
At Standard Chartered, we consistently invest in innovation, upgrading our technology
to guarantee that our services meet your needs. Our state-of-the-art technology and
interfaces make the clearing process quick, secure and efficient. We also supply a PC-
based automated search system for locating CHIPS and SWIFT codes to assist you in
creating straight-through payments for your added efficiency.

41
LIQUIDITY MANAGEMENT
We offer an array of products and investment sweeping vehicles to allow for
maximisation of your USD account balances that can be tailored to your specific
requirements.

Key benefits
Standard Chartered has been operating in the US for over 100 years. Our in-depth
experience and thorough understanding of clearing services enable us to offer you a
consistently high level of quality service. While there are a number of banks offering
U.S. dollar clearing facilities, you will find that Standard Chartered's tailored approach
and expertise can give you and your clients a value added clearing service.

Fundamental to our business approach is a commitment to ongoing improvement,

advanced technology and a system of rigorous controls. This gives us an competitive
edge and enables us to offer you complete consistency and reliability.

We have the skills, expertise and experience to deliver value-added solutions to help
you achieve better business results.

Euro / sterling clearing

Standard Chartered Bank, London is able to provide euro products and clearing
services, including inter-bank and commercial payments, as well as trade
reimbursements. We work particularly closely with financial institutions in the
emerging markets paying into Europe, financial institutions in Europe paying across
Asia, and financial institutions in the Americas paying into Europe. Whatever your
profile, you can be rest assured our Euro services, with its comprehensive features, will
provide you with quality and consistency.

Prior to 1999, SCB was an existing member of the old ECU clearing system, having
been a founder member of the EBA. As such we have excellent first hand experience of
a pan-European cross-border payment environment. The introduction of the euro allows
access to all European Union countries on a Same Day basis. Regardless of the fact that
the UK is not one of the original members of EMU, UK banks, including SCB, can

42
offer euro accounts and make payments in exactly the same manner as any other of the
15 European Union member banks.

CHAPS Membership
SCB is one of the 20 full settlement members of CHAPS Euro, the UK's
domestic euro clearing system that is connected to TARGET.

TARGET Access
Through CHAPS Euro, Standard Chartered Bank has direct access via the Bank of
England to TARGET (the Trans-European Automated Real-time Gross settlement
Express Transfer system), which links the European Central Bank with the national
central banks of the 15 EU countries. Through TARGET, the system links together the
domestic Real Time Gross Settlement (RTGS) systems in each of the EU countries for
those transactions where the beneficiary requires immediate finality of payment.
TARGET has common operating times throughout the European Union for customer
and inter-bank payments.

EBA Membership

The Euro Banking Association operates the Euro1 Clearing System, which works on an
end-of-day net settlement basis. SCB has been a clearing member of the EBA since its
launch, and is able to make euro payments via the Euro1 Clearing System for
transactions of any value.

Continous Linked Settlement

Continuous Linked Settlement (CLS) is the new private sector response to

increasing regulatory pressure to reduce foreign exchange settlement risk exposures.
The initiative has been live since the end of 2002 and is endorsed by the G10 central
banks and lead regulators. The primary objectives of CLS are to eliminate the inherent

43
settlement risk from the current foreign currency settlement processes and to provide a
mechanism for containing any systemic risk arising from the failure of a major market
participant.

Standard Chartered at the forefront

Standard Chartered Bank has been deeply committed to this industry initiative
since its inception in 1997 and holds full shareholder status in the new bank. Standard
Chartered operates as a full settlement member within CLSB and extends
comprehensive third party services to our clients, enabling them to take full advantage
of the settlement risk benefits associated with FX settlement through CLS.

How it operates
CLS has already changed the way banks conduct and settle their FX settlement
business. For the first time, it introduces, 'payment-versus-payment' (PvP) into the
foreign exchange settlement process.

The CLS Bank (CLSB) provides the necessary account structure and mechanism
through which the separate payment legs of an eligible foreign exchange trade are
simultaneously exchanged (using a payment-versus-payment process), thus eliminating
the associated settlement risk. Similarly, all funding obligations are discharged by the
use of an overlapping window for the RTGS systems in the CLS countries.

CLS started with seven currencies – AUD, CAD, CHF, EUR, GBP, JPY and USD, but
during this year the three non-Euro Scandinavian currencies will be added, as well as
the Singapore Dollar.

CLS is expected to extend its reach thereafter, adding new currencies, and an increasing
number of participants through an expansion of third party services, whereby non-
settlement members of CLS may access the benefits of the system, without incurring the
start-up costs.

GATEWAY BANKING
44
When was the last time you were offered a continent and more?

Need to expand your network to support your clients? Standard Chartered’s Gateway
Banking makes all the right connections.

Your clients gain: Immediate access to comprehensive corporate banking services

in over fifteen key countries in Asia andthe Middle East, including core growth markets
such as China, India, UAE, Thailand, Malaysia, Hong Kong and Singapore.

You gain: Broader client relationships, client retention and the ability to support your
clients wherever they want to go in Asia and the Middle East.

Global trends
Corporations that were once focusing only on domestic markets are now going
international. Your clients, who once only dealt with suppliers and customers in your
network territory, now deal with trading partners in dozens of countries around the
world, especially in the high-growth, resource-rich zones of Asia, Africa and the Middle
East.

Your challenges
As your clients grow their businesses and expand their footprints, they look to you to do
the same. With only a domestic or regional presence, how do you:

• Support your clients in regions where you do not have anetwork footprint?
• Broaden and deepen your existing customer relationships?
• Attract new business by participating in global RFPs?
• Defend your client base from international competitors?

Finally, how do you do all of the above without being distracted from your domestic
capabilities and core competencies?

45
We have the answer
Standard Chartered’s Gateway Banking programme gives your network an immediate
extension into the most active regions on the global trade map. Today, our programme
delivers premium services in:
• Bahrain • Jordan
• South Korea
• Bangladesh • Malaysia
• Sri Lanka
• China • Pakistan
• Taiwan
• Hong Kong • Philippines
• Thailand
• India • Qatar

• United Arab Emirates

• Indonesia • Singapore

With a whole range of corporate and commercial banking capabilities, we aim

to complement your relationship with the client. You will have a single point of entry to
Standard Chartered and its product network in Asia, Africa and the Middle East through
our team of dedicated coordinators, relationship managers, and customer service teams
in each country, but with a one bank view.

Everyone’s a winner
By entering into a strategic relationship, you get an immediate competitive
edge without undertaking a significant investment. Standard Chartered’s Gateway
Banking programme offers you and your corporate clients convenient and easy access
to our indepth knowledge and experience of Asia, Africa and the Middle East. Your
customers immediately benefit from access to a large international branch network and
product capabilities including cash management, trade finance, foreign exchange and
credit facilities.

An integrated client service model provides flexibility. Working with you we ensure
that your customers receive the consistent service quality and support they have come to
expect from you. A full spectrum of options is available from a straight forward client
referral to a comprehensive integration of electronic channels. Ranging from MT940
and MT101 message exchange to full host-to-host integration of banking systems, the

46
service model allowsan expansive fulfillment of transaction banking requirements with
potential for a single point of transaction initiation and reporting view. Our harmonized
account documentation makes the set-up process easy and web-based electronic access
makes banking simple, allowing your customers to transact locally with suppliers and
buyers in their business markets.

Standard Chartered Gateway Banking: It’s about making the right

connections
Insurance industry has always been a growth-oriented industry globally.
On the Indian scene too, the insurance industry has always recorded noticeable growth
vis-à-vis other Indian industries.
The Triton General Insurance Co. Ltd. was the first general insurance company to be
established in India in 1850, which was a wholly British-owned company. The first
general insurance company to be set up by an Indian was Indian Mercantile Insurance
Co. Ltd., which was established in 1907. There emerged many a player on the Indian
scene thereafter.
The general insurance business was nationalized after the promulgation of General
Insurance Business (Nationalisation) Act, 1972. The post-nationalisation general
insurance business was undertaken by the General Insurance Corporation of India (GIC)
and its 4 subsidiaries:
1. Oriental Insurance Company Limited;
2. New India Assurance Company Limited;
3. National Insurance Company Limited; and
4. United India Insurance Company Limited.
Towards the end of 2000, the relation ceased to exist and the four companies are, at
present, operating as independent companies.
The Life Insurance Corporation (LIC) was established on 01.09.1956 and had been the
sole corporation to write the life insurance business in India.
The Indian insurance industry saw a new sun when the Insurance Regulatory &
Development Authority (IRDA) invited the applications for registration as insurers in
August, 2000. With the liberalisation and opening up of the sector to private players, the

47
industry has presented promising prospects for the coming future. The transition has
also resulted into introduction of ample opportunities for the professionals including
Chartered Accountants.
The Indian Insurance industry is featured by the attributes:
♣ Low market penetration;
♣ Ever-growing middle class component in population.
♣ Growth of consumer movement with an increasing demand for better insurance
products;
♣ Inadequate application of information technology for business.
♣ Adequate fillip from the Government in the form of tax incentives to the insured, etc.

The industry formations need to keep vigil on these characteristics of the Indian market
and formulate their strategies to entail maximum contribution to the output of the sector.
The Indian life and non-life insurance business accounted for merely 0.42 percent of
the world's life and non-life business in 1997. The figures of the basic parameters of the
industry's performance viz. Insurance Density and Insurance Penetration also are
evident of the hitherto existing low-yield Indian market conditions.
The term "Insurance Penetration" broadly measures the contribution of the insurance
industry in relation to a nation's entire economic productivity. The figure of premium
vis-à-vis the GDP of 1999 stood at 0.54 percent for non-life insurance business and 1.39
percent for the life insurance business. The term "Insurance Density" reflects the
Insurance purchasing power. The premium per capita in India amounted to US $ 2.40
for non-life insurance and US $ 6.10 for life insurance in 1999 but with the deregulation
of the sector, a sea change in the scene is most likely
The insurance sector in India has come a full circle from being an open competitive
market to nationalisation and back to a liberalized market again. Tracing the
developments in the Indian insurance sector reveals the 360-degree turn witnessed over
a period of almost two centuries.

48
 CHAPTER IV
REVIEW OF LITERATURE

49
WEB-BASED CASH MANAGEMENT

Finace web-based cash management solution enables banks to offer

comprehensive cash management services to businesses, ranging from small enterprises
to large corporate houses.

Built on new-generation industry standard technologies J2EE and .NET, the modular
solution provides corporate customers anytime, anywhere access to real-time
consolidated information. It manages cash positions and electronically sends and
receives funds in a secure

manner, within and across borders.

The solution is multi-currency enabled and offers multilingual support. It is also

designed to support multiple channels including the Internet and mobile, and can be
interfaced with disparate host systems and third-party applications.

Key Offerings

• Balances and Transaction Information

• Electronic Invoice Presentment and Payment
• Payables Management
• Receivables Management
• Liquidity Management and Reconciliation Reporting
• Trade Finance

Additional Features

• Alerts
• Infrastructure
• Security

50
Corporate Cash Management to benefit from Electronic Payments

The new electronic payment products and services offer the corporate
clients an improved bottom line by helping manage cash requirements. It helps
corporate to make the best use of their funds and provides an effective means of
managing their financial requirements.

Several of the trends in cash flow forecasting favor the use of electronic
payment products like RTGS, Electronic Funds Transfer (EFT) and card payments.
Improved technology and systems integration makes it more attractive to use
electronic payment products because these methods of payment can be incorporated
into firm-wide computing systems.

The new forecasting techniques also suggest use of electronic payments,

because they offer disaggregated revenue and spending data that can easily be
categorized and studied.

Electronic payments and cards provide control over incoming funds, and
allow companies to limit access to these funds to authorized parties. In addition,
limiting corporate purchases to electronic payments makes it easier for firms to
monitor cash outflows and prevent unauthorized expenditures, because these
payments are easier to document and provide an audit trail.

From the perspective of a Corporate, the electronic payment systems ensure speed
and security of the transaction processing chain, from verification and authorisation
to clearing and settlement. Also it gives a great deal of freedom from more costly
labor, materials, and accounting services that are required in paper-based processing,
better management of cash flow, inventory, and financial planning due to swift bank
payments.

Banknet Fourth Annual Conference on Payment Systems in Mumbai, India

on 16 January 2008will discuss on topics like: How innovations in the payments
world could shape cash management, How can banks and corporate facilitate one

51
 another's business, Linking of electronic payment systems like RTGS, EFT, NEFT,
SWIFT etc in cash management etc. Banknet will also release results of “Bank
Customer Survey on Payment Systems” at the conference

Business Benefits
Generation of Fee-based Income

Finacle’s features such as wire initiations, liquidity management, alerts, cross

border payments and positive pay offer a consistent stream of fee-based revenues. The
customer relationship management capabilities embedded within these systems also
enable targeted marketing, leading to greater opportunities for cross-selling and a higher
fee income.

Business Agility
Built on industry standard platforms J2EE and .NET, the solution provides
banks with tremendous flexibility to extend their product portfolio and customize the
solution according to requirements. The architecture of the solution enables the bank to
write business rules once and deploy anywhere, add new rules, modify existing ones or
integrate with other applications seamlessly. The solution also provides an additional
layer that can be extended to interface with multiple back office systems. All this
enhances agility of operations, helping the bank identify new opportunities and roll out
new products.

Cost Savings
Thin-client architecture over the Internet reduces the cost of maintenance
associated with frequent upgrades and support. The deployment of Finacle enables a
cost-effective channel through which to serve customers. As the number of transactions
completed on-line increases, the number of more expensive branch transactions
decreases. This is especially true of small business customers who tend to use the
branch as their primary channel. Greater automation and productivity, as well as
reduced human error, further lead to increased cost savings.

52
Increased Customer Satisfaction
The self-service capabilities empower corporate customers to manage the
solution in terms of defining user-permissions, based on hierarchy and roles. This leads
to greater convenience and offer better monitoring of banking transactions in real time.
A more empowering corporate client would be a more satisfied and profitable customer.

Cash Management Basics

Cash is your business's lifeblood. Managed well, your company remains

healthy and strong. Managed poorly, your company goes into cardiac arrest.

If you haven't considered cash management an important issue, then you're probably
undermining your business's short-term stability and its long-term survival. But how can
you manage business cash better?

Start with understanding how good cash-management practices can influence your
company's growth and survival by reading "The Art of Cash Management," Inc Finance
Editor Jill Andresky Fraser's classic article on the topic. Then dive into forecasting your
business-cash needs and learning how to handle a cash crisis. Assembled here are
practical pieces of advice, tips and tricks from CEOs, and tools that you can use to get a
handle on business cash.

HANDLING AND AVOIDING CRISES

How Do You Define Cash Flow?
If your definition of cash flow is flawed, and you're not tracking the right
numbers, you may grow your company right into a cash crisis.
The 10 Absolutely Must Follow Cash Flow Rules
Everyone wants cash on hand at all times. Here are 10 rules to help you get
there.

53
The Magic Number
Every business has a magic number. By employing his, our columnist didn't
overstaff this year.
Riding the Economic Roller Coaster
Tighten your seatbelt. Surviving the ups and downs of the world economy
means keeping an eye on business finances.
When a Cash Crisis Strikes
Credibility with vendors, bankers, and other creditors is built slowly, but can be
destroyed quickly if your company falls behind on payments. Know how to
break the bad news to preserve your business's relationships.

HOT TIP: Prepare for a Cash Crisis

How do you prep for a cash crisis? Wayne Karpoff, president of Myrias Software
Corp., knew cash would be a problem late last year. His 15-employee, $1.5-million
company dropped selling its products and became a full-time service business. So he
built a contingency fund into his annual budget -- an amount equal to three months'
worth of payroll. He got the idea when his bank suggested he set up a contingency fund
to safeguard his mortgage payments in the event he found himself out of work. He
dipped into the fund three times last year to float the company during project and
payment delays.

Source: Ilan Mochari, Inc magazine, March 2000

FORECASTING: Projections and Budgets

The Secrets to Formatting Cash Flow Projections
Here are the keys to creating a powerful tool to take control of your cash flow.
Cash Flow Projections Made Easy
Here is a 4-step process you can use to create cash flow projections you can
trust.

54
Breaking Free from Budgets
Exasperated by budgets that hamstring creativity, a growing number of
companies are tossing off financial constraints--and still holding the line on
spending.
Budgeting for Blunders
Lisa Hickey created a fund to support creative risks her Boston-based ad agency,
Velocity Inc., takes when trying innovative ideas that might not pan out.
A Passion for Forecasting
Don't put together an annual sales forecast using only gut instinct and wishful
thinking! Here are some rules you can follow to create a forecast that you and
your employees can count on.

ACTION PLAN: Forecasting and Cash-Flow Budgeting

Developing a budget is simple, and when created with solid sales and expense
forecasts in mind, you can ensure that your budget will stand up to the daily
demands of your business. Here are some steps you can take to create a cash
flow budget you can rely on.

TOOLS
Defining Key Financial Ratios
Tracking these key financial ratios will highlight financial trends in your
business.
Financial Ratio Worksheets
Use these financial-ratio worksheets to determine 10 key ratios and track
financial trends in your business.
A Simple Formula
Determine your breakeven point with this online calculator.
The Employee-Run-Budget Worksheet
Help employees get in on the budgeting act with this worksheet.

55
Profit-and-Loss Projection
Use this profit-and-loss projection as a guide to projecting your company's
profitability.

How to Improve Cash Management Practice in India?

There are, of course, many ways to improve and re-engineer the processes.
However, depending on budgets and also to minimise disturbances to the business, the
following are the suggested simple and initial steps. Note that the larger the corporation,
the more involved the process will be.

(1) Commit to change:

Recognize the need for improvement and commit to change (this commitment
must come from top management and cannot be just lip service).
(2) Establish a credible project team:
The project team must have a credible and strong project leader and be sponsored by
the decision maker(s).

(3) Study the existing internal financial transaction processes:

This is straightforward and a simple overview. Ask questions such as: Is
electronic banking used? To what degree? How are revenues collected and how are
payments made? How many staff are dedicated to these functions? What is the
decision-making and authorisation chain? What information is available from internal
management information systems?
(4) Review services available in the marketplace:
Review existing service providers and other service providers, making initial
presentations and discussions with banks and providers. Quickly shortlist potential
providers for further in-depth discussions and presentations. Develop a good idea of
what solutions, services and products are on offer.
(5) Establish high-level, practical goals and objectives:

56
 There must be a true desire and commitment to improve and make changes for
the better; however, the process should be evolutionary and practical. Take care to
ensure goals are not artificially set for easy attainment nor established for ideal
perfection so to be unreachable or unrealistic. The goals should be at a higher level than
where the company is now and the initial level of improvement. For example, a goal
may be to achieve costs savings and efficiency gains on the process of collecting
revenues and reconciling with the accounts receivable system.
(6) Establish and commit to specific initiatives, sequence and timeframe:
Action points, initiatives and a realistic time frame must be decided for
achieving each initiative. Communicate these to the providers. For example, an
initiative may include automating and outsourcing vendor payments.
(7) Obtain simple written proposals from the shortlisted potential providers:
Have providers present proposals and be prepared to ask questions and probe
exactly what is being offered and whether the proposed solution, services and products
meet your objectives. Look for comprehensive, well thought-out and realistic solutions.
(8) Decide on the solution and decide on a provider(s):
It is not necessary to have only one provider of services. For example, there
could be a domestic collection bank and a regional account management bank.
Document all goals and services as well as pricing and the period the pricing covers,
such as one-year or two-year, and the start dates.
(9) Review the internal project team and add actual users to help implement the
proposed changes:
This process is to help obtain commitment from the bottom up and to gain the
buy in of internal users. The bank provider(s) should also have a parallel team to work
with your implementation or project team. Also, a mutually designed and agreed
schedule and action plan should be established.
(10) Review, establish and commit to a process for ongoing improvement:
Services should be reviewed once implemented to ensure that the high-level
goals and objectives are obtained. There should also be an ongoing emphasis on
improvement, and a culture for empowering staff to recommend and look for ways and
means to improve cash management services and processes.

57
Protecting Yourself from Fraud

Safeguarding your personal and financial information has become increasingly

challenging, as the threat of fraud has never been greater. Personal computers, the
Internet and e-mail can become dangerous weapons in the hands of someone looking to
deceive you.
You can help prevent many types of fraud if you know what to look for. Below are
some of the most common online threats.

What types of scams should I be aware of?

Among ways that scam artists obtain access to personal and/or financial
information are:
 Phishing: These authentic-looking e-mail messages instruct the recipient to
provide sensitive personal, financial or password information. The e-mail appears to
have been sent by a reputable company from a legitimate e-mail address and
includes logos and links to reputable businesses and government agencies.
 Social engineering (a term used in the information security industry):
Criminals pretend to be, for example, from the security and fraud department of a
major credit card company. They ask questions to verify personal information such
as your home address, as well as the numbers on the back of your credit card, to
verify you have the card.
 Bank scams: Perpetrators attempt to get you to log on to a fake Web site to
capture your personal financial information. They send an e-mail to bank customers
asking them to click on a fake bank Web site and supply their account name and
password. These e-mails may contain logos and graphics that appear to be
legitimate, but they often contain typos, e-mail addresses or URLs that have nothing
to do with the company. An example of this is the 419, or advance-fee scam, run by
Nigerian gangs who set up fake bank Web sites.

58
How can I protect myself from these scams?

Use extreme caution in providing personal information on Web sites or on unsolicited

phone calls. Be cautious of unexpected e-mails linking to online forms that ask you to
submit sensitive personal information. Legitimate Web sites hardly ever ask for this
kind of information to confirm account renewal or other information. Scam artists take
many precautions to make consumers believe their site is secure and legitimate.

If you receive an e-mail that warns you, with little or no notice, that an account of yours
will be shut down unless you confirm your billing information, do not reply or click on
the link in the e-mail. Instead, contact the company cited in the e-mail by a telephone
number or Web site address you know to be genuine. (Note: Merrill Lynch will not ask
a client to send sensitive personal information via non-secure e-mail.)

If someone calls about a potential attempt at credit card theft, hang up and call back,
using the phone number on the back of your credit card. Do not share any personal
information over the phone with an unsolicited caller.

Why Invest Your Working Capital?

Keeping your operating funds working for your company is crucial to maintaining
healthy cash flow and maximizing your financial return. Investing idle funds wisely
may help you to generate income from your working capital, increasing your yields
while maintaining liquidity.

There are a wide variety of investment instruments available to companies seeking a

return on excess cash. How do you know which investments to choose? Many
businesses emphasize only convenience and accept whatever return is offered.
However, there are ways you may be able to improve yields on your idle working
capital.

59
Concentrate on maximizing after-tax returns

If your company is in a lower tax bracket, focus on higher yields rather than
tax advantages; however, if your federal tax bracket is high, you may be able to obtain a
better after-tax return by investing in federally tax-exempt securities. It's important to
compare the yields on tax-free obligations to their fully taxed equivalents to find those
that provide a higher after-tax return. The tax benefits of some investments may depend
on your business structure.1

Extend the maturities of investments when practical

Investing funds for longer terms typically means higher yields. If your business
keeps its cash highly liquid, perhaps in a money market fund, when only a portion is
needed for daily operating expenses, you may well be sacrificing some yield.

Determine how much you can commit for a longer period. By investing that amount for
as little as 90 days, you may be able to earn extra return. Also consider intermediate-
term investments with maturities from one to three years. If your business is building
cash reserves for an expansion, an acquisition or new machinery, you may be able to
invest those funds for a year or two.

Diversify credit quality to help increase yield potential

The potential for additional yield might warrant assuming some moderate
investment risk. Newly issued obligations guaranteed by the U.S. government (such as
Treasury bills) yield less than securities lacking that guarantee. You may be able to
obtain a higher yield with high-quality investment-grade corporate obligations.

A number of rating services, such as Fitch Investors Service, Moody's

Investors Service and Standard & Poor's Corporation (S&P), provide comparative

60
analyses of the risk levels of various instruments. If you choose bonds with short
maturities, you may want to consider an A-rated bond by S&P. This type of bond is
likely to yield a higher return than an AAA-rated bond (S&P’s highest investment
rating) of equal maturity. You should, however, be comfortable with the incremental
risk associated with lesser quality credits.

Choose investments based on the amount of cash available to you

Many working capital investment vehicles must be purchased in minimum
amounts and in multiples of the same or smaller amounts. Treasury bills, for example,
can be bought in multiples of $1,000, with a minimum investment of $10,000.

As a business grows and builds a stronger cash flow, the variety of

investment opportunities increases. If you have a large amount of investable assets
(perhaps $100,000 or more), this gives you an advantage in finding higher rates. Many
institutional investment vehicles require high minimum investments but, in return, offer
higher yields

Four Steps to a Healthy Cash Flow

Healthy cash flow is essential to the success of a small business. You may
have the best service or product around, your employees and customers may love you,
your office may be well organized, but if you don’t have the money to buy inventory or
pay bills, you can’t keep your business running. Many business owners make the
mistake of believing cash flow is largely out of their control. On the contrary, the
following steps can really help.

1. Analyze your financial condition

Financial analysts, credit providers and knowledgeable investors rely heavily
on financial ratios to judge the health of a company. You should use these tools as well.
Commonly used ratios can help you analyze your pricing strategy, level of overhead,

61
liquidity, the health of your cash flow, your average collection period, the
appropriateness of your collection terms and your inventory turnover rate.

2. Improve your cash management

When it comes to the cash flowing through your financial accounts, your
goals should be to ensure that incoming funds spend as much time as possible earning
interest or dividends for your benefit and that outgoing funds are available when
needed. With a traditional business checking account, meeting these seemingly simple
goals can be a complex task. You will have to move funds manually into a separate
money market account in order to earn interest or dividend income and back into your
checking account to cover disbursements when due.

An alternative is a central asset account, which combines traditional

checking features, investment and borrowing into a single account. A central asset
account saves you time and effort by automatically putting your cash where it needs to
be, when it needs to be there. And by keeping your cash in interest-bearing accounts
right up until the moment disbursements clear your account, a central asset account can
also help increase your return and your bottom line.

3. Even out temporary fluctuations

No matter how efficiently you manage your cash flow, there may be times
when your business needs more money than it has on hand. This is why adequate credit
resources are essential. A business line of credit is useful and convenient because it can
be used as needed, paid down and reused without reapplying. When a line of credit is
integrated with a central asset account, credit is automatically accessed when needed.
And incoming funds automatically go to pay down your loan balance, reducing
borrowing time and interest expense.

62
4. Invest surplus cash
Although part of your business capital needs to be liquid, most businesses
have some capital that can be invested in short- and intermediate-term securities for
potentially higher yields. A broad array of investments can be purchased within a
central asset account. And you can sell securities in your account at any time, or, if
appropriate, borrow against their value2, to meet working capital needs. Be sure to
discuss the risks of borrowing against your securities with your Business Financial
Advisor.

Today’s business environment changes rapidly, and as a business owner, you need to
regularly review your cash flow and cash management policies to ensure that they are
helping to keep your business competitive.

63
 CHAPTER-V
DATA ANALYSIS
&
INTERPRETATION

64
RESULT AND ANALYSIS

1. Are you aware of Standard chartered bank straight to bank

sevices?

(a) Yes

(b) No

Yes
No

Analysis of the above diagram

Its very good for the standard chartered bank as most of the companies are aware of the

cash management services provided by the bank. The bank can look into companies as

to propose its services to the concerned company personals.

65
2. In which company bank do you have your account?

(a) Axis bank

(b) Standard chartered Bank

(c) HSBC Bank

(d) Bank Of America

Axis Bank
SCB
HSBC
BOI

Analysis of the above diagram

From the above diagram it can be easily inferred that standard chartered bank is

facing neck to neck competition from HSBC Bank and it should keep on improving

to remain at the top position

66
3. Does the financial crisis in US affecting your functioning here in

INDIA?

(a) Yes

(b) No

Yes

No

Analysis of the above diagram

From the pie chart its quite evident that the financial crisis in US are

affecting people globally and even insurance companies are gravely affected

by the crisis.

67
4. Are you satisfy with your company services?

(a) Yes

(b) No

Yes
No

Analysis of the above diagram

From the above analysis it can be interpreted that most of the companies were satisfied

by there CMS provider but still they found few areas of improvement SCB can give

solutions for those areas So as to attain business from these companies.

68
5. What are your main modes of premium collection.

(a) Cash

(b) Cheque

(c) Demand Draft

Cash

Cheque

DD

Analysis of the above diagram

Most of the companies accept premium in the form of cheque as it’s a safer

instrument than cash and is easily handled as compared to demand draft Standard

Chartered Bank can provide various cheque collections options to the companies.

69
6. Do you have centralized or decentralized?

(a) Centralized

(b) Decentralized

Centralised
Decntralised

Analysis of the above diagram

Most of the companies aspire to become centralized as they want to have all the

cash balances at there main branch at the end of the day as it saves a lot of time

and money Standard Chartered Bank can offer the services of there new E-

banking software so as to suffice a company’s all needs.

70
7. Do you accept premium through credit cards

(a) Yes

(b) No

Yes

No

Analysis of the above diagram

Most of the insurance companies are planning to introduce this new facility as of

now not many companies have started with this concept but sure are panning in

near future.

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8. What are your main modes making payments

(a) Cheque

(b) Cash

(c) DD

Cash
Cheque
DD

Analysis of the above diagram

Like premium most of the companies distribute their payments through cheques

only DD and cash are made out under special circumstances.

72
9. Do you reinsure your polices

(a) Yes

(b) No

Yes
No

Analysis of the above diagram

Most of the companies re-insure themselves from one another or by a re-insurer it helps

them to reduce risk on there part Standard Chartered Bank can look into to the

opportunity to become the re-insuring bank as its quite rewarding.

73
 CASE STUDY (STANDARD CHARTERD BANK)

GROUND REALITIES:

The ABC Ltd. is a FMCG Company. The company has presence in more than

15 cities and have its head quarter in Mumbai. The company has Depots at these cities.

And each depots has some turnover every month. The name of Cities, the monthly turn

over of the each depots and no. Of retailers in each cities are as follows:

Sr. No. Cities Monthly Turnover No. of Retailers

(Rs. In Crore)
1 Mumbai 1.5 200
2 Delhi 1.25 180
3 Calcutta 1.00 175
4 Madras 0.75 180
5 Ahmedabad 0.75 150
6 Banglore 0.70 160
7 Hyderabad 1.00 155
8 Pune 0.50 140
9 Jaipur 0.60 150
10 Indore 0.75 120
11 Cochin 0.50 130
12 Agra 0.50 120
13 Jalandhar 0.40 110
14 Jammu 0.10 115
15 Nagpur 0.10 135
16 Lucknow 0.10 140

The requirements of the ABC Ltd. are as follows:

1. All money should be ABC Ltd. a/c at Delhi.

2. All money should on the next day basis.

3. Details of cheques deposited at different location on daily basis:

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 • Location

• No. of cheques deposited

• Cheque number

• Cheque amount

• Date of deposit

• Clearing date

• Retailer name/code

• Returned cheques

 Date

 Reason

 Location

 Amount

4. Courier pick-up service at each location.

5. Monthly reports of each location about sales, collection, expenditures etc.

6. Other MIS reports

ANALYZING PROCESS:

These are the conditions and facts of the organization. Now, what the bank will do? I

have taken the case of STANDARD CHARTERED BANK CMS. This is regarding

how the bank makes deal with the company.

75
 The STANDARD CHARETERED BANK will analyses the location of the

company. The ABC Ltd. have sixteen locations in the country. This is not always

possible to have the branches at each location of the client for the banks. In this case,

we are taking the assumptions as follows:

• In 10 locations of the company, the bank has its own presence.

• In 2 locations of the company, the bank has tie-up with correspondent bank

• And in remaining 4 locations, the bank has no presence as well as no tie-up with any
other bank.

How the bank makes allocation of the different instruments?

The bank broadly categorized the instruments into two types:

I. Local Cheque Collections (LCC)

LCC are the cheques, which are drawn and deposited at the same location. Eg.

A Cheque drawn at Jaipur and deposited at Jaipur only.

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The LCC is again categorised into two types:

1) LCC BRN:

A local Cheque which is drawn and deposited at the same location where the bank

has its own presence.

2) LCC COR:

A local Cheque which is drawn and deposited at the same location where the bank

doesn’t have its own presence but has tie up with correspondent Bank.

II. Upcountry Cheque Collections (UCC)

The UCC are the cheques, which are drawn and deposited at different locations.

Eg. A Cheque drawn at Jaipur and deposited at Delhi.

The UCC is again categorised into two types:

1) UCC BRN:

A upcountry Cheque which is drawn at one location and deposited at another

location where the bank has its own presence.

2) UCC COR:

A upcountry Cheque which is drawn at one location and deposited at another

location where the bank has tie-up with correspondent Bank.

3) UCC ONW:

A upcountry Cheque which is drawn at one location and deposited at another

location where the bank neither have its own presence nor have tie-up with

correspondent bank.

77
 PRICING:

Pricing is competitive; varies from centre to center. It also varies from instruments to

instruments.

Special pricing can be worked out taking into account the volume of funds & the

centres. The pricing part of the CMS is very complex. Normally, the STANDARD

CHARTERED bank takes into account the following factors while going for pricing:

1) Bank In Funds/ Out of Funds & Correspondent Bank Charges:

When Cheque is deposited in the bank it passes through the clearing house. In India,

clearing is done through RBI, SBI and PSU banks. The RBI has presence in 15

cities in India while SBI has 938 locations in India including its associates. other

cities where clearing house is not there, the clearing is done through Correspondent

Bank, mostly these are PSU Banks or Co-operative Banks.

Suppose I deposit the Cheque on day 0, then the time taken by the clearing houses

to debit the bank account would be different. The SCB has to debit its customer’s

account on the next day basis irrespective of days to clear.

Day when Clearing Bank Days for which Bank In Fund/Out of

the Cheque will be bank is out Fund
credited fund
Day1 RBI 0 Not out of funds
Day2 SBI 1 1 Day out of funds
Day3 Correspondent Bank 1 1 Day out of funds

In this case, the bank charges interest on the money which it gives in form of

“Credit Against Uncleared Cheque”, to the company. When it comes to the

Correspondent bank, the bank has to pay extra charges to these banks.

78
2) Overheads:

The bank takes into account the o/hs charges, which it occurs in the process. The

o/hs charges includes salary, administration charges, maintenance etc.

3) Margin:

After including the transaction and other o/hs charges, the bank gets the cost of

transaction. On this the bank adds its margin for being in the business.

In pricing, other elements like courier charges, return cheques etc. also considered.

Pricing in CMS in generally negotiable between the company and the Bank.

Features of STANDARD CHARTERED Bank CMS:

• Exclusive CMP desks with infrastructure

• Debit Transfers

• Courier pick-up at branches

• No collection a/cs needed at branches

• Customised Reports

• Transmission of data through Internal LAN system

• Direct credit to accounts

Benefits to Customers:

• Centralised Control of cash

79
• Cost reduction

• Enhanced Liquidity

• Interchange of Information between treasury & operating units

• Reduced excess cash balance

• Cash forecasting & scheduling

• Effective control over disbursements

• Timely & effective investments

80
 CHAPTER-VI
FINDINGS & SUGGESTIONS

81
 FINDINGS & SUGGESTIONS

We suggest following measures, which Standard chartered Bank could take so as to take

on heavy competition from HSBC Bank and ABN AMRO Bank:

• To identify regions where promotions are required. SCB lacks visibility in

western region where as it is a well known name in western region. Even

then, its promotional campaign focuses on western region where as northern

region is still waiting for promotional campaigns.

• Try to reduce cost, so that benefits can be passed on to customers. Senior

managers at SCB keep on telling that it is difficult to reduce cost, because of

services we provide. But the fact is, India being a price sensitive market;

people at times go for monetary benefits rather than for long-term non-

monetary benefits.

• If charges can’t be reduced because of costs involved, make the services

customized, so that services are provided to only those customers who are

willing to pay the price for services they are getting and let the other

customers enjoy costs benefits without getting services.

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• SCB should provide competitive prices as nowadays a lot business is being

acquired by AXIS bank and HSBC bank and SCB is facing a lot competition

from these banks

• SCB should contact with their clients regularly for knowing the problems

faced by them. This will help SCB in providing best services to customers.

This will result in additional customer base by getting further references

from satisfied clients.

• SCB should provide a separate relationships manager who should be liable

to handle all the needs of the client as the clients here are big corporate

giants.

• SCB should focus on getting the business other business clients other than its

existing customers as it would help them to increase their business

opportunities.

83
 CONCLUSION

The study allowed us get answers regarding the service awareness among people and

the problems it faces. The key findings and analysis of the survey shoed the following

• A large number of clients and customers call the branch frequently to handle

banking issues , this shows the keenness of the customers to call the branch for

almost every small issue. The service Straight2bank does provide an answer to

the problem of the customers.

• The service provided by staright2bank does offer the main requirements of the

customers for which they visit or call the branch

• All the respondents wanted to carry out the banking needs at their convenience.

This means the service caters the banking needs that customers generally require

and its main benefit of banking while sitting at office is desired by one and all,

thereby proving that the service does have the potential usage.

• Few of the respondents were aware about the service which was desired by

100% respondents clearly showing that there has been a falter in its promotion

and awareness strategies.

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• Customers were not aware that the service was a free one, this is clear that

almost all the attributes of the services are favorable to the customers still

customers are not using the service and are not even aware of it.

• Almost all customers once educated about the service readily enrolled for it

whereas a mere portion did not trust the bank and thought that the bank would

have some hidden charges that they are not putting forward

Many clients who enrolled for the staright2bank service would have problems

using it as the drop boxes are not strategically placed many areas do not even

have drop box facility; Standard chaetered Bank must look into the policies of

installing the drop box. They should assign it to the regional office or allow

branches to put up boxes where the branch thinks it would be optimally utilized

no matter which area of the city as of now that branches are allowed to put up

drop boxes in a radius which falls in close by areas to the branch. A customer

who lives close by to the branch would not use this service whereas customers

who are far of require the service, however the branch cannot provide them with

the facility as they cannot install the boxes in that area and it is the duty of the

local branch of that area to put up boxes which is not happening they hardly

know where customers of the other branch are located

85
 CHAPTER VII
BIBILOGRAPHY

86
 REFERENCES

Authors:

Financial Management - by I.M.PANDEY

Financial Management - by MY KHAN PK JAIN

WEBSITE

• www.scb.com

• www.scb.co.in

• www.hsbc.co.in

• www.hsbc.com

• Interaction with concerned personnel’s on getting the questionnaires filled

• Refered to Book CASH MANAGEMENT MADE EASY for better understanding

of the concept

• www.inc.com

• www.treasurymanagement.com

• www.business.ml.com

87